This document provides information on facility layout and material handling systems. It defines facility layout as the process of determining the placement of departments, workgroups, workstations, machines, and stock within a facility. There are different types of layouts including process, product, and cellular layouts. Process layouts group similar functions together while product layouts are organized around product flow. The document discusses qualitative and quantitative criteria for evaluating layouts, with qualitative criteria including safety, customer convenience, and material flow needs. It provides an example of applying systematic layout planning to qualitatively evaluate the best layout for a supermarket based on importance of department relationships.

1. FACİLİTİES LAYOUT
&
MATERİAL
HANDLİNG SYSTEMS
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3. FACILITY LAYOUT
DEFINED
Facility layout can be defined as the process by which
the placement of departments, workgroups within
departments, workstations, machines, and stock-
holding points within a facility are determined
This process requires the following inputs:
 Specification of objectives of the system in terms of
output and flexibility
 Estimation of product or service demand on the system
 Processing requirements in terms of number of
operations and amount of flow between departments
and work centers
 Space requirements for the elements in the layout
 Space availability within the facility itself

4. Layout decisions are concerned with the arrangement
of production, support, customer service and other
facilities. Layout can be costly investments, but they
effect material (non production cost) handling, capital
equipment utilization, inventory storage levels, worker
productivity, and even group communications and
employee morale. A good layout will be enable
materials, people, and information to flow in a safe and
efficient manner.
For this reason two of the major criteria for selecting
and designing a layout are;
1. Materials-handling cost
2.worker effectiveness.

5.  Material- handing cost has often been considered the
most important criteria of a layout. Cost are minimized by
using belts and conveyors to automate product flows belts
and keeping the flow distances as short as possible.
Sequential processing activities are usually located in
adjacent areas. In service systems such as subways,
customer are frequently the material that moves through
the system. So the customer service time becomes a
relevant variable.
 Workers effectiveness is an increasingly important
criterion in facilities today. Good layouts provide workers
with a satisfying job and permit them to work effectively at
the highest skill level for which they are being paid. This
applies just as much to a office layout (where an engineers
might spend unnecessary time delivering memos) as it does
to a factory layout (where a machinist might have to walk
long distances for tools). Good communications systems
and well-placed supporting activity locations are critical to
the success of any facility.

6. Changes in
environmental
or other legal
requirements
Changes in volume of
output or mix of
products
Changes in methods
and equipment
Morale problems
THE NEED FOR LAYOUT DESIGN

7. LAYOUT RELATİONSHIPS;
PRODUCY DESİGN PROCESS
DESİGN
LAYOUT DESİGN
SHEDULED DESİGN

8. TYPES OF LAYOUT
Basic types of layouts are
Process (functional) layouts
Product (line) layouts
Fixed position layouts
Cellular Layout
There are many combinations of these. Flexible production systems are
line layouts that use micro processor and robots to gain some of the
advantages of functional layouts.
The type of layout is generally determined by the following:
Type of product: This concerns whether the product is a good or a
service, the product design and quality standards and whether the
product is produced for stock or for order.
Type of production process: This relates to the technology used, the
type of materials, handled, and for the means of providing the services.
Volume of production: Volume affects the present facility design and
capacity utilization, plus provisions for expansion or change.

9.  Job shop
 Batch
 Assembly line
 Continuous flow
ARE RELATED WİTH
PROCESS TYPES

10.  Facility layout are influenced by the level of
automation and cost of manufacturing equipment.
Many numerically controlled (CNC) machines and
industrial robots perform simple tasks such as
drilling hales or welding joints. However, as the
number of task performed by automated machinery
increases, the machines can become quite large and
expensive. In these situations the equipment and
configuration significantly influence the layout and
product floor. The more advanced systems gaining
acceptance in U.S. firms today cellular
manufacturing which is building-block step toward
flexible manufacturing system.
*Manufacturing cells also enable a firm to operate
with less work-in-process inventory.

11. PROCESS LAYOUT: INTERDEPARTMENTAL
FLOW
 Given
 The flow (number of moves) to and from
all departments
 The cost of moving from one department
to another
 The existing or planned physical layout
of the plant
 Determine
 The “best” locations for each
department, where best means
maximizing flow, which minimizing
costs

12. Process Layout –
Position of equipment is dominant consideration

13. PROCESS LAYOUT
 Process layouts group the people and equipment
performing similar functions, such as x-raying,
typing or electroplating. They lend themselves to
low volumes of customized jobs and use a variety
of general purpose equipment.
 Work flow is typically intermittent and guided by
individual work orders. This figures illustrates
a process layout.

14. PROCESS LAYOUT (JOB SHOP)
FED
A B C
Product 1
Product 2
Product 3
Product 1
Product 2
Product 3

15. Different products on customers flow through the facility along
different path.
Similar equipment processed or similar skills are grouped
together by department (or work center).
Process layouts tend to rely heavily on the planning and
professional skills of employees at all level.

16.  Some of Advantages of functional layouts
 Flexible systems for custom work.
 Less costly general-purpose equipment
 Enhances job satisfaction (more diversity and challenge)
 Some of Disadvantages of process layouts
 Costly materials handling
 High-cost skilled labor
 Higher supervision cost Per employee
 Low equipment utilization
 More complex production control (for instance, scheduling,
inventory, control)
 These layout problems fall into two basic categories
 Those involving quantitative decision criteria
 Those involving qualitative criteria.

17. QUANTITATIVE CRITERIA
 Various types of process layout problem can be formulated with
quantitative criteria. These include the minimization of material-handling
costs in factories and warehouses and the minimization of employee or
customer traveling time in service operations. A choice of criteria, of
course, always requires a decision on the objectives of the operations for
example;
 Is it more important to minimize doctor or patient traveling time in a
hospital, or should the sum of both times be minimized?
 Many quantitative-criteria problems concerning the location of facilities
can be expressed in the flowing form:
Tij: trips between department I and department j
Cij: cost Per unit distance Per trip traveled
Dij: distance from I to j
C: Total cost
N: number of department.

18.  Example: A facility that will be used to produce a single
product has three departments (A,B,C) that must be housed
in the configuration shown in figure. The inter departmental
pork centers are given in Table. In addition two trial-and-
error optional layouts are shown. Assume that the cost to
transport this product is $1 Per load food.

19. QUALITATIVE CRITERIA
 Layout problems involving qualitative criteria occur when
relationships between in qualitative terms. In some cases,
these qualitative criteria may be more readily available or
more appropriate than quantitative criteria.
 The qualitative location problem has been studied in depth
by Muther (1962) who has proposed a method of
formulation and solution called SLP (systematic Layout
Planning).
 According to Muther’s approach, the desirability of locating
a given department next to any other department is rated
by one of the following terms: Absolutely necessary,
Especially important, important, Ordinary closeness okay,
Unimportant, undesirable.
 These qualitative ratings may be based on safety
considerations, customer convenience, or approximate
flows between departments.

20.  For example, it might be desirable to locate the baby food
department near the milk department in a supermarket
for convenience of shopping. In these example it is shown
for a typical supermarket. The solution is not necessarily
an optimal solution but simply a good solution chosen for
purposes of illustration.
 Qualitative layout problems are frequently encountered in
the service industries, where customers interact with the
facilities.
 Several computerized approaches are available for
developing and analyzing process layouts. Computerized
Relative Allocation of Facilities Technique CRAFT (Soft
ware) packages program attempts to minimize material-
handling costs by calculating cost a exchanging
department. ALDEP and CORELAP programs attempt to
maximize a nearness rating within the facility dimension
constraints. None of the methods guarantees optimality.

21.  For example;

22. SOLUTİON FOR EXAMPLE:

23. THE OTHER EXAMPLE OF
SYSTEMATIC LAYOUT PLANNING &
SOLUTİON:
IMPORTANCE OF CLOSENESS
Value
A
E
I
O
U
X
Closeness
Line
code
Numerical
weights
Absolutely necessary
Especially important
Important
Ordinary closeness OK
Unimportant
Undesirable
16
8
4
2
0
80

24. EXAMPLE OF SYSTEMATIC LAYOUT
PLANNING: RELATING REASONS AND
IMPORTANCE
From
1. Credit department
2. Toy department
3. Wine department
4. Camera department
5. Candy department
6
I
--
U
4
A
--
U
--
U
1
I
1,6
A
--
U
1
X
1
X
To
2 3 4 5
Area
(sq. ft.)
100
400
300
100
100
Closeness rating
Reason for rating
Letter
Number

25. EXAMPLE OF SYSTEMATIC LAYOUT
PLANNING:
INITIAL RELATIONSHIP DIAGRAM
1
2
4
3
5
U U
E
A
I
The number of lines here
represent paths required
to be taken in
transactions between the
departments. The more
lines, the more the
interaction between
departments.
The number of lines here
represent paths required
to be taken in
transactions between the
departments. The more
lines, the more the
interaction between
departments.
Note here again, Depts. (1) and (2)
are linked together, and Depts. (2)
and (5) are linked together by
multiple lines or required
transactions.
Note here again, Depts. (1) and (2)
are linked together, and Depts. (2)
and (5) are linked together by
multiple lines or required
transactions.

26. EXAMPLE OF SYSTEMATIC LAYOUT
PLANNING:
INITIAL AND FINAL LAYOUTS
1
2 4
3
5
Initial Layout
Ignoring space and
building constraints
2
5 1 4
3
50 ft
20 ft
Final Layout
Adjusted by square
footage and building
size
Note in the
Final Layout
that Depts. (1)
and (5) are
not both
placed
directly next
to Dept. (2).
Note in the
Final Layout
that Depts. (1)
and (5) are
not both
placed
directly next
to Dept. (2).

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29. Product Layout – Flow of product is
dominant consideration
Adam Smith: Division of Labor
Whitney:Interchangeable parts
Ranked Positional Weight,
COMSOAL

30. PRODUCT LAYOUT (LINE
LAYOUT)
 Product layouts group the workers and equipment
according to the sequence of operations performed on
the product or customer. They lend themselves to the
use of (assembly line) conveyors and automated
equipment to produce large volumes of relatively few
items (for instance, refrigerators and freezers).
 Work flow is typically continuous and guided by
standardized instructions.
 Product layout are used in both discrete
manufacturing and in process industry plants.
 It is important to distinguish process layouts from
process industries.

32.  Advantages
 High utilization of people and equipment
 Low material-handling cost
 Low-cost unskilled labor
 Less work-in-process inventory
 Disadvantages
 Inflexible system (unless designed for flexibility)
 High-cost specialized equipment
 Interdependent operations
 Dull, monotonous jobs (unless products are
customized or system is flexible)
 expensive machine investment.

33. Layout analysis has focused primarily upon these two
concerns:
Process layout attempt to minimize material-handling
costs by arranging departmental sizes and locations
according to the volume and flow rate of products.
Product layout attempt to maximize worker effectiveness
by grouping sequential work activities in to work stations
that field a high utilization of labor and equipment with a
minimum of idle time.
Line balancing is the apportionment of sequential work
activities in to work stations in order to gain a high
utilization of labor and equipment and therefore minimize
idle time in product layouts.
Compatible work activities are combined in to
approximately equal time groupings that do not violate
precedence relationships. The length of work time that a
component is available at each work station is the cycle
time, CT.

37. 0.62 0.39 0.27 0.14/0.56 0.35 0.28

38. FIXED POSITION LAYOUT
Question: What are our primary considerations
for a fixed position layout?
Answer: Arranging materials and equipment
concentrically around the production point in their
order of use.

39. FIXED-POSITION LAYOUTS
 They are arrangements where labor, materials, and
equipment are brought to the work side.
 They apply to construction, farming, mining, and
other activities that must be completed in a particular
place. Project activities can take advantage of
network techniques (CPM and RERT) for planning
and control. Manufacturing Cells Manufacturing cells
are smaller groups of machines that are arranged
according to a similarity in the operations performed.
A close grouping of equipment for performing a
sequence of operations on multiple units of a
component or family of similar components or
products is called manufacturing a cell.

40. •Assembly Line Cells
Group Technology&
Celular Layout

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42.  Cellular Production
 Layout in which machines are grouped into a cell that
can process items that have similar processing
requirements
 Group Technology
 The grouping into part families of items with similar
design or manufacturing characteristics
CELLULAR LAYOUTS

43. BENEFITS OF GROUP TECHNOLOGY
 Changeover setup time reduced for tooling
and equipment
 Automation may be possible
 Operator may be specially trained with
improved expertise
 Quality of output improved
 In-process inventory reduced
 Productivity improved
 Lead time reduced
 Improved human relations

44.  Departmental (Batch Process) Specialization
Saw Saw
Lathe PressPress
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LatheLathe
Saw
Press
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Grinder
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BATCH/LOT THINKING

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2
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LatheSaw Lathe
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1
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SINGLE-PIECE FLOW
THINKING

46. © Wiley 2007
PROCESS FLOWS BEFORE THE
USE OF GT CELLS

47. © Wiley 2007
PROCESS FLOWS AFTER THE USE
OF GT CELLS

48. Use of cellular manufacturing-affords advantages beyond
reduction of the distances that parts must be moved
between machines. Since movement reduces and is there
fore not expensive parts do not have to be moved in large
batches to spread the cost of a move over a number of units.
Frequently parts are processed one by one through the steps
of production, making the throughput time short and the
work-in-process inventory low. Cells are typically connected
with material handling equipment so that these cost are
reduced. The use of cells in repetitive manufacturing plants
greatly enhances just-in-time production methods. In
companies that hove a large variety of parts, group
technology is often helpful in selecting appropriate families
of pants that can be run in cell. Figure-3 is represented it.
They can be expended to words a FMS by adding a
supervisory computer and machines.

49. LAYOUT & CAPACITY AND LOADLAYOUT & CAPACITY AND LOAD
RELATİONSHİPSRELATİONSHİPS
LAYOUT & CAPACITY AND LOADLAYOUT & CAPACITY AND LOAD
RELATİONSHİPSRELATİONSHİPS
“TR 6-5 Capacitiy and
load” eklenecek!

50. DEPENDENT DEMAND EXAMPLEDEPENDENT DEMAND EXAMPLEDEPENDENT DEMAND EXAMPLEDEPENDENT DEMAND EXAMPLE

51. LOW LEVEL CODE ANALYSISLOW LEVEL CODE ANALYSISLOW LEVEL CODE ANALYSISLOW LEVEL CODE ANALYSIS

52. ROUGH-CUT CAPACITY PLANNING &ROUGH-CUT CAPACITY PLANNING &
DETAİLED CAPACİTY PLANNİNGDETAİLED CAPACİTY PLANNİNG
ROUGH-CUT CAPACITY PLANNING &ROUGH-CUT CAPACITY PLANNING &
DETAİLED CAPACİTY PLANNİNGDETAİLED CAPACİTY PLANNİNG

53. Warehouse and storage layouts
Retail layouts
Office layouts
Hospital layout
Fast Food Layout
Hotel and Motel Layout
Car Rental Layout
SPA & Healthcare Layout
SERVICE FACİLİTİES LAYOUTS

54. 8-54
Designing Physical Surroundings to Affect Employee and
Customer Behavior
 Ambient Conditions: background characteristics such as
noise level, music, lighting, temperature, and scent.
 Spatial Layout and Functionality: reception area,
circulation paths of employees and customers, and focal
points.
 Signs, Symbols, and Artifacts: selection, orientation,
location, and size of objects.
İN THE SERVICES SECTOR

55. OFFICE LAYOUTS
 Human interaction and communication are
the primary considerations in office layouts
 People who need to interact frequently
should be close to each other
 One key layout tradeoff is between
closeness and privacy

56. OFFICE LAYOUTS
 Open concept offices promote understanding
and trust.
 A few closed rooms are needed for private
discussions, such as personnel matters.
 Moveable walls provide flexibility to change
the layout when needed.

57. OFFICE LAYOUT EXAMPLE
 Hi-tech company – provides equipment and
materials for rapid product design and
manufacturing
 Open office plan
 Conference room
 Areas for informal meetings
 Product showroom for customers
 Cyber café and fitness center for employees

58. THE OTHER EXAMPLES
• http://www.authorstream.com/Presentation/Sudiksha-
65030-Facility-Layout-Lecture-Notes-Innovations-
McDonalds-Supermarket-Retail-Education-ppt-
powerpoint/

59. THANKS!!!